Part 19 (2/2)
It was an inti myself There were no PowerPoints, splashy parties, or corporate sponsors We spent six hours listening, asking questions, and discussing what is next for the book-publishi+ng industry Although the event was targeted at authors and book publishers, the lessons learned apply to all marketers
My favorite line of the day came when someone asked Godin how he so consistently innovates and creates re into the abyss”
His e was that if you are not scared and unsure when creating content and pushi+ng new ideas, then it is probably not worth pursuing We have to challenge ourselves to tackle the unknown We have to look into the dark to find the light
Failing Forward: Beds, Breakfasts, and a Billion-Dollar Valuation Founded in August 2008 by Brian Chesky (bchesky) and Joe Gebbia (jgebbia), Airbnb is a marketplace that connects people who have space to spare with those who are looking for a place to stay The concept was created by accident, when Chesky, an industrial designer, eles to San Francisco
An international design conference was co to San Francisco and all the hotels were sold out The two eventual cofounders were trying to figure out how to make rent, so they decided to create an ”airbed and breakfast” for one weekend during the conference They ended up hosting three people,experience The concept for Airbnb was born They believed that, one day, people all over the world would do this
However, the road was not that easy According to Chesky, in a TechCrunch Disrupt NY 2011 interview, out of the 15 to 20 angel investors they met with in fall 2008, half did not return their e-mails, and the consensus was that it was an awful idea
They got their break after ) of Y Coht the idea was terrible too, but invested in them because, as Chesky explains it, they were creative, sured they would eventually change their idea
Well, it turned out that Chesky and Gebbia saw a market no one else could As of June 2011, they had booked hts in 181 countries In July 2011 they raised a Series B financing round of 112 million at a 1 billion-plus valuation
When asked to explain how they had gone from a start-up no one wanted to invest in to one of Silicon Valley's hottest co that seemed like obviously a bad idea, until one day it just seeood idea”3 Make it Safe for Eencies cannot always come from the top Eency's advancement Their ideas and inspirations should be nurtured and cultivated
Although careless mistakes are unacceptable, professionals should not be afraid to miss or falter It is easy to lose confidence and become conservative if you constantly fear your actions will be questioned and criticized Agencies should build cultures that encourage and reward creativity and innovation
If you don't h proble mistake4 -Frank Wilczek, 2004 nobel Prize winner in physics Don't Make Promises That You Can't Keep So Just re back Keep expectations in line with your ability to deliver at scale Do not let desperation or a lack of perspective cloud your judgrow and evolve
Master the Art of the Unexpected Give people so they did not know they wanted, and take theo Think Steve Jobs No one does it better
Apply this thinking to your content, business model, and personal brands In order to capture and keep the attention of the croe o where others will not
Always Fight Like the Underdog It is s have passion and the intrinsic drive to keep fighting, no matter the odds or obstacles They have purpose
Chapter Highlights
We learn from failure It builds character, teaches us hues us to continually test, revise, and iencies have to ency-centric pricing y, recruit and retain hybrid professionals, build scalable infrastructures, and transforencies do not have the restrictions of legacy systee They have flexibility in their pricing, lower overhead costs, and more dynamic and versatile talent
Traditionalists have to be willing to fix what is broken and return to the ideas and inspirations thatif you have no future
The best time to pursue opportunities and innovations is when you are prospering So to disrupt your agency, so it encies have to beco and , both for themselves and their clients
If you are not scared and unsure when creating content and pushi+ng new ideas, then it is probably not worth pursuing
Eency's advancement Their ideas and inspirations should be nurtured and cultivated
Give people so they did not know they wanted, and take theo
Chapter 10
Pursue Purpose It is purpose, not profits, which defines an agency
Stand for So
Success is not about money, or at least it should not be We all have basic financial needs that must be satisfied, but no a happiness In fact, my experiences have shown me that they often have the opposite effect on people In order to find happiness, wethat we truly believe in
The sah for-profit coanizations, the ones that have the potential to change industries and our world, are often started because the founders believe they have a higher calling